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Lean Continual Service Improvement “Driving Change Enablement”
LITAExecutive WebinarApril 12, 2016
WELCOME!
Host and Presenter
Deborah BurtonMember Marketing TeamLean IT Association (LITA)
Channel Marketing ManagerITpreneurs
LITA - Pioneering a Global Standard for Lean IT Education & Certification
● Lean IT Association (LITA) is a non-profit organization founded by three Accredited Training Organizations (ATOs) - ITpreneurs, Pink Elephant, Quint Wellington Redwood and three Examination Institutes (EIs) - APMG, EXIN, PEOPLECERT International Ltd. To realize its broader purpose LITA aims to provide:
● An industry-standard set of Lean IT reference materials and other resources for practitioner organizations to use;
● An certification scheme aimed at practitioner organizations looking to adopt Lean IT principles in the IT Service development and operations department as well as professionals that want to be certified in Lean IT on various levels.
Today's Guest Presenter
David SmithPresidentMicromation Inc.We help our customers increase the value they provide to their Customers.
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Lean Continual Service Improvement “Driving Change Enablement”
Lean is a Way of Thinking and Acting
• Increase customer value• Eliminate waste• Management as facilitator• Employee involvement• Continual improvement
Customer Value
Value Stream
Flow
Pull
Perfection
Story # 1 – Gov OpsBetter IT Customer Service by Reducing Muda (waste) to Improve Incident Flow.
Gov Ops Services Improvement Program
Jill was the program manager who successfully improved many IT services for a Government Operations group (Gov Ops) using Lean thinking.
Jill
Gov Ops Consolidation and Streamlining
Gov Ops had recently consolidated many IT departments into fewer IT groups as part of a streamlining effort.
This presented significant challenges in delivering quality IT services with the many changes that had taken place.
Integrated Service Agreement Methodology (ISAM)
Jills’ team developed an Integrated Service Agreement Methodology (ISAM) that significantly improved support services by removing challenges and increasing effectiveness of the Help Desk, 1st line and 2nd line support processes.
Jill’s Team
ME
Step # 1 – Define Strategy
We cataloged and classified critical customer groups, the services they used, where they were most vulnerable/risk, prioritized a roadmap, then worked with each customer to identify their expectations.
Step # 2 - Measurements
The selected services were then instrumented using dashboards, scorecards and metrics for performance monitoring.
A six month baseline was created for each service.
Later, corrective actions were taken to reinforce improvements.
Step # 3 - Enablers
We then decomposed individual services using a failure mode and effects analysis (FMEA).
Results into a support model which identified the best support patterns, knowledge records, prescriptive actions for 1st line, 2nd line, 3rd line and what required configuration records.
Step # 4 - Challenges
Then we closed all gaps by documenting service levels, roles & responsibilities, escalations, notifications, detection methods and performance measurements.
These were attested and signed-off by all stakeholders.
Step # 5 - Initiatives
The service was then activated into the operational environment by training and coaching help desk agents, L1, L2, L3 staff on their roles/ responsibilities, service levels, knowledge records etc.
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The Results
These steps were repeated on 26 more critical services over an 18 month period.
All measured services were dramatically improved and verified.
Lean Thinking Finds - Eliminates Waste
Kaizen Events
Decompose Service
Find Root Cause
Define
Measure
AnalyzeImprove
Control
Service
Function1
App 1
Infra 1
NetWK 1
App…
Infra 2
NetWK …
Function …
Failure
Cause
RiskRank
Action
1
3
2
Remove Waste4
Define Strategy Using CSI Value Canvas – Lean A3
Challenge:Waste, Issues, Gaps, Risks
Initiative:Improvement, Innovation
Control:Metrics, Analytics, Artifacts, Evidence
Enabler:Managed Elements
Strategy: Outcomes, Benefits
Portfolio:Purpose, Timeframe
www.csi-manager.com
Integrated Service Agreement Methodology (ISAM)
Better customer service delivery
People: Service Desk
Process: incidentTools: ticketing, Bus. Intelligence
Data: Support, Knowledge, Conf. items
Unclear R&R
Process changes
No CMDB
Tacit knowledge
Authority matrix
Standardize support patterns
Support model, SLOs
Knowledge records
Performance Reliability Availability Customer Satisfaction
Cost Avoidance
Regulatory Compliance
Service Decomposition Helped Determine Optimal and Prescriptive Support Patterns
Service
Function1
App 1
Infra 1
NetWK 1
App…
Infra 2
NetWK …
Function …
What can fail?
What is priority?
Who to call?
How long will it take?
Who needs to know?
Application and Infrastructure Failure Modes and Effects Analysis (FMEA)
Identify all failure
modes.
Consider the root causes.
Assess the risk of the
failure
Rank the failure
modes.
Determine corrective actions.
FMEA is used to understand what can go wrong, the impacts of failures, how failures are detected and what corrective action should be taken.
IM Workflows by Tier
Register Diagnose Repair Restore
Tier 0
(Service Desk)
Tier 1
(Situation Mgr)
Tier 2
(Internal SME)
Tier 3
(Vendor SME)
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As- IsTo - Be
Story # 2 – Big BankIT Prevents Loss of Major Business Customers by Reducing Mura (variance) to Improve Customer Services.
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Big Bank in Trouble Because of Broken Services
Some of Big Bank’s corporate customers threaten to pull-out due to inconsistent delivery of electronic banking services.
Big Bank
What Could be Worse than That? “Penalties – Fines – Share Value”
Performance penalties if transactions have to be
refunded due to missed time cut-offs.
Too many missed cut-offs result in fines from banking
regulatory bodies.
Word gets out, shareholders panic, dump shares, share
price drops.
Lean Thinking Helps Big Bank Find - Eliminate Weakest Links
2. Value Stream
3. Information Flow 4. Measure
1. Strategy & Tactics
Strategy & tactics using CSI Value Canvas – Lean A3
Challenge:Waste, Issues, Gaps, Risks
Initiative:Improvement, Innovation
Control:Metrics, Analytics, Artifacts, Evidence
Enabler:Managed Elements
Strategy: Outcomes, Benefits
Portfolio:Purpose, Timeframe
Corporate Customer RetentionService provider
Process: incident notifications
Technologies: infrastructure/ app. Services
Retention
Performance measurement
Technology stability
Communications
FMEA, Initiatives
Dashboard, Scorecards
Notification System
StabilityAvailabilityOutages
Fines/ Penalties
E2E Service Stability (variance)
Service Model Value Stream
FMEA Used to Isolate (Root - Cause) weak Links that need Remediation
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Streamlined Information Flow
Big Bank Services Performance Dashboard
Big Bank
Key Performance Metrics by Service
Loss PerformanceLoss Event Summary
FY 2014
Q1 Q2 Q3 Q4
# Payments Missed xxx xxx xxx xxx
$ Penalties/Fines $xxx $xxx $xxx $xxx
Key Processing Volumes (FYTD 2014)
Analysis
SRV 1Dollars Items
xxx $xxx xxx
xxx $xxx xxx
SRV 2Dollars Items
xxx $xxx xxx
xxx $xxx xxx
SRV 3Dollars Items
xxx $xxx xxx
xxx $xxx xxx
SRV 4Dollars Items
xxx $xxx xxx
xxx $xxx xxx
SRV 5Dollars Items
xxx $xxx xxx
xxx $xxx xxx
Observations• Serim xlkm mls f lkjsldkmm sk ddd
sldkd • Lksdk lkdm• iweij
Issues/Gaps/Risks• Serim xlkm mls f lkjsldkmm sk ddd
sldkd • Lksdk lkdm• iweij
Root Cause Analysis• Serim xlkm mls f lkjsldkmm sk ddd
sldkd • Lksdk lkdm• iweij
Improvement Initiatives• Serim xlkm mls f lkjsldkmm sk ddd
sldkd • Lksdk lkdm• iweij
Green = Target Met, Yellow = Between Target and Warning, Red = Warning Exceeded. Null = No Data Available
Target Warning Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 TrendService Availability - Service is available for use by a business User during agreed business hours.
SERVICE 1 % availability of services >66 <33 99.61 82.77 97.49 90.30 82.21 20.72
SERVICE 2 % availability of services >66 <33 99.85 83.80 98.54 90.72 99.75 100.00
SERVICE 3 % availability of services >66 <33 99.48 96.83 99.61 90.72 100.00 100.00
SERVICE 4 % availability of services >66 <33 99.31 63.20 97.93 90.72 99.75 100.00
SERVICE 5 % availability of services >66 <33 99.19 78.40 97.96 90.72 99.74 22.73
Reliability - Number of Critical/High priority incidents reportedSERVICE 1 # Crit/High Incidents closed per period <
2>5
2.00 6.00 5.00 4.00 5.00 2.00
SERVICE 2 # Crit/High Incidents closed per period <2
>5
1.00 4.00 3.00 3.00 1.00 -
SERVICE 3 # Crit/High Incidents closed per period <2
>5
1.00 3.00 1.00 3.00 - -
SERVICE 4 # Crit/High Incidents closed per period <2 >5 2.00 7.00 4.00 3.00 1.00 -
SERVICE 5 # Crit/High Incidents closed per period <2 >5 3.00 4.00 3.00 3.00 1.00 1.00
SLA Breach - Number of outages during critical business service time windowsSERVICE 1 # Customer SLA breaches per period <2 >5 - - - - - -
SERVICE 2 # Customer SLA breaches per period <2 >5 - 2.00 2.00 1.00 1.00 -
SERVICE 3 # Customer SLA breaches per period <2 >5 - 2.00 - 1.00 - -
SERVICE 4 # Customer SLA breaches per period <2 >5 1.00 5.00 2.00 1.00 - -
SERVICE 5 # Customer SLA breaches per period <2 >5 1.00 3.00 2.00 1.00 1.00 1.00
Story # 3 - GameOnGameOn Repatriates Service Desk to Reduce Waste (muda), Improve Service & reduce TCO
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GameOn Outsources Service Desk
GameOn is in the gaming / betting business. GameOn outsourced Service Desk to low cost service provider in effort to reduce operational costs.
GameOn IT Health Check Finds Growing Problems in Support Delivery
Annual IT checkup finds a growing problem. Users dissatisfied with new service desk. Internal Tier II user support effort significantly higher.
Root Cause Indicates Dispatch vs. Resolve Model
Analysis determines low 1st call resolution, most calls are dispatched to internal Tier II because of security clearance policy/constraints. This causes delay and increases support costs.
GameOn Insources Service Desk
GameOn repatriates service desk using ITIL best practices. Subsequent IT control check verifies best decision.
Lean thinking helps GameOn provide more value less cost by reducing waste
1. Strategy & Tactics 2. Identify waste
3. Improvement 4. Control
How to Build Your Dream Team
Support
Operations
Security
Applications
SponsorKaizenLead
In order to solve a problem using kaizen, we must accept that the problem is not solvable by an individual; that it is only with the power of a diversity of points of view that the problem will be adequately addressed.
How to Learn More: LITA Supports (4) Distinct Certifications
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Lean Continual Service Improvement “Driving Change Enablement”
Questions?
Contact Us
David SmithPresidentMicromation Inc.
david-smith-064a14
www.micromationinc.com
Deborah BurtonMember Marketing TeamLean IT Association (LITA)
Experience Lean IT in Action
We believe that “Lean Thinking” should be an integral part of every Enterprise IT organization and also every IT professional’s toolkit.
Lean thinking is about understanding how to assess business processes, to identify and eliminate waste. Today, many IT professionals stakeholders from cross-functional areas -operational, tactical and strategic — have or are planning to get certified in Lean IT with the objective of reducing waste and improving efficiency.
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